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Composition. The platoon leader’s analysis must determine the number and types of enemy vehicles, soldiers, and equipment that could be used against his platoon. He gets this information from paragraph 1a of the company OPORD. His analysis also must examine how the enemy organizes for combat to include the possible use of a reserve.

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(2) COA Development Step 3: Array Initial Forces. The platoon leader next must determine the specific
number of squads and weapons necessary to accomplish the mission and provide a basis for development of a scheme of maneuver. He will consider the platoon’s restated mission statement, the commander’s intent, and the enemy’s most probable COA. He should allocate resources to the main effort (at the decisive point) and continue with shaping efforts in descending order of importance to accomplish the tasks and purposes he assigned during Step 2. For example, the main effort in an attack of a strong point may require a rifle squad and an engineer squad to secure a foothold, whereas an SBF force may require the entire weapons squad.

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5-24. After the platoon leader determines the platoon’s mission and gauges the time available for planning, preparation, and execution, he immediately issues an oral WARNO to his subordinates. In addition to telling his subordinates of the platoon’s new mission, the WARNO also gives them the platoon leader’s planning timeline. The platoon leader relays all other instructions or information that he thinks will assist the platoon in preparing for the new mission. Such information includes information about the enemy, the nature of the overall plan, and specific instructions for preparation. Most importantly, by issuing the initial WARNO as quickly as possible, the platoon leader enables his subordinates to begin their own planning and preparation while he begins to develop the platoon operation order. An example may include the squads rehearsing designated battle drills. This is called parallel planning.

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Determine the Doctrinal Requirements. As the platoon leader begins to develop a COA he should consider, if he has not done so in mission analysis, what doctrine suggests in terms of accomplishing the mission. For example, in an attack of a strongpoint, doctrine outlines several steps: isolate the objective area and the selected breach site, attack to penetrate and seize a foothold in the strongpoint, exploit the penetration, and clear the objective. In this case, doctrine gives the platoon leader a framework to begin developing a way to accomplish the mission.

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(1) COA Development Step 1: Analyze Relative Combat Power. This step compares combat power strengths and weaknesses of both friendly and enemy forces. At the platoon level this should not be a complex process. However, if the platoon is attacking or defending against a force that has no order of battle but has exhibited guerrilla- or terrorist-type tactics, it could be difficult. For the platoon leader, it starts by returning to the conclusions the commander arrived at during mission analysis, specifically the conclusions about the enemy’s strength, weakness, and vulnerabilities. In short, the platoon leader is trying to ascertain where, when, and how the platoon’s combat power (Intelligence, Movement and Maneuver, Fire Support, Protection, Sustainment, and Command and Control) can be superior to the enemy’s while achieving the mission. This analysis should lead to techniques, procedures, and a potential decisive point that will focus the COA development. See FM 1-02 for the definition of a decisive point.

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(4) COA Development Step 5: Assign Headquarters. The platoon leader assigns specific elements (for example, squads) as the main and shaping efforts. The platoon leader ensures that he has employed every element of the unit and has C2 for each element.